You have all seen them. They come in many sizes and have a whole bunch of different type blades for a wide variety of tasks. Carry one of these little gems in your pocket or purse and you can perform an astounding number of minor repairs in a quick and convenient manner. I am referring to the Swiss Army Knife. I received my first one for Christmas several years ago and haven't been without it since.
The functionality and versatility of this tool provides a good analogy for examining how you may be using (or not using) job descriptions in your green industry company today. The job description should be the hub of the human resource system in your company. It is the bridge between what your company is trying to achieve, e.g. your business plan, and the people processes necessary to make it come together. It should be a method you use to design jobs that fit the unique needs of your business rather than following the herd and setting up jobs just like all of your competitors have done. Job descriptions should be viewed as analytical tools just like your monthly P&L’s (profits and losses). Let’s discuss how they can work for you.
Job descriptions are not stand-alone documents that are prepared and then go into the bottom drawer in someone's desk. They should flow from a clear understanding of what your company's direction is, as stated in your business plan. The "drivers" of most business plans can usually be distilled into the following areas:
- Growth;
- Profitability;
- Expense control;
- Service, quality and productivity; and
- Development projects that support any or all of the above areas.
Assume for a second that I am at least partially correct in defining some of the "drivers" of your business plan. How many job descriptions in your company support any or all them? Does the accountability for success rest only with the most senior level of folks in your company? How have you structured the job descriptions of those people who deal most frequently with your customers? Do they have any accountability for the success of your business plan?
The effective job description should have a well-defined relationship with the following components of your company's human resource system:- Business plan;
- Recruiting/selection process;
- Training/education;
- Evaluation and feedback methods; and
- Compensation plans.
If your job descriptions don't give you this kind of versatility and focus with the end result being more "green," maybe it's time you went out and got yourself a Swiss Army Knife.
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